College of San Mateo
Draft Three Year Professional Development (PD) Plan
2016/2017 through 2018/2019
The three year plan for professional development aligns with the college mission of providing an outstanding, rigorous and inclusive education for the residents of
San Mateo County. The plan supports the institutional priorities:
1.
2.
3.
4.
5.
6.
Improve Student Success
Promote Academic Excellence
Develop Responsive, High-Quality Programs and Services
Support Professional Development
Implement the Integrated Planning Cycle and Ensure Fiscal Stability and the Efficient Use of Resources
Enhance Institutional Dialog
The plan is overseen by the Center for Academic Excellence Committee, whose Chair serves as professional development coordinator. The professional
development coordinator will implement the plan under the management of the Academic Support and Learning Technologies Division, which will also oversee the
budget and provide staff support.
Rationale
To serve students effectively in a rapidly changing, global environment, CSM employees must have opportunities for professional growth throughout their careers.
Professional development opportunities are vital for college employees to have productive and satisfying careers and for them to engage in innovative efforts that
address students’ evolving needs. The institution as a whole benefits when the achievements of individuals are acknowledged and celebrated (CSM Institutional
Priorities 2013/2014 - 2015/2016). As Vincent Tinto and Brian Pusser posit in the report titled Moving From Theory to Action: Building a Model of Institutional
Action for Student Success (National Post-Secondary Education Cooperative, 2006) “One of the ironies of higher education is that the faculty, as a matter of
practice, are the only faculty in education from elementary school to college that are literally not trained to teach their own students. This does not mean that there
are not many talented and well-trained faculty who bring to the task of educating students a broad repertoire of teaching and assessment skills. As a matter of prior
training and practice, though, most faculty enter the teaching profession untrained for the task of educating students. It is for this reason that faculty development,
indeed staff development generally, is a critical part of any long-term institutional strategy to increase its capacity to promote students success.”
The Center for Academic Excellence is charged by Academic Senate Governing Council to promote student success by providing and facilitating professional
development opportunities for faculty, staff, and administrators. The CAE fosters an enhanced, effective pedagogy and a supportive learning environment. Its
values and priorities include:
A. Provide and facilitate professional enrichment that inspire, nurture, and reward faculty and staff efforts to achieve teaching excellence (Institutional
Priorities 1-3, 4).
B. Collaborate with programs to identify and overcome current teaching and learning obstacles including addressing the achievement gaps of
underrepresented and underperforming students (Institutional Priorities 1-3).
C. Create and implement a shared vision of best practices and innovative, inclusive pedagogy designed to achieve greater student success (Institutional
Priorities 1-3, 5).
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D. Provide a forum for sharing professional development experiences and projects (Institutional Priorities 4 and 5).
E. Create an environment that encourages cross-discipline communication (Institutional Priorities 4 and 6).
Priority A: Provide and facilitate professional enrichment that inspire, nurture, and reward faculty and staff efforts to achieve teaching excellence
(Institutional Priorities 1-3, 4).
Priority
Action Plan
Outcomes/Evaluation
Timeline
A.1
Implement New Faculty Institute, a 10 month professional learning program for new full
time faculty coordinated with division and district orientation programs
Goal: 100% participation by new faculty.
Report participation, workshop topics
and agendas, participant feedback. Use
feedback to improve following year.
Started
2014/2015,
ongoing
A.2
Professional learning series - five workshops each that culminate in participant earning
a certificate of achievement, recognition, and some other reward
Series may include the following strands:
Reading Apprenticeship
Habits of Mind
Technology in the Classroom
Student Service and Support
Culturally Responsive Pedagogy
Writing across the Curriculum
Capstone projects
Learning Communities
Adjunct Issues
Evidence-Based Teaching
Kognito training
Leadership training
Safety and Working with Difficult Students
Goal: 30 faculty per year earn
certificates. Report participation,
workshop topics and agendas,
participant feedback. Use feedback to
improve topics, delivery of instruction,
and learning strand components
Start fall 2016
A.3
Support adjuncts with flexible scheduling of workshops, explore alternate modes of
delivery
Goal: 50 adjunct faculty per year
participate. Report the activities that are
targeted to adjuncts, document alternate
delivery forms
Ongoing
A.4
Develop a robust menu of workshop for Flex Days with mostly in-house facilitators
Goal: Increase yearly participation to
250 enrollments (duplicated). Report
participation, workshop topics and
agendas, participant feedback
Ongoing
A.5
Bring in outside presenters when needed to provide expertise, perspective and training
Goal: four or more presentations by
outside facilitators per year. Report
Ongoing
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activities and sign-ins, workshop topics
and agendas, participant feedback
A.6
Provide funding for faculty travel to conferences and workshops domestic and
international
Goal: Provide travel funding for more
than 50 faculty per year. Report usage
of fund
Started 2015,
ongoing
Priority B: Collaborate with programs to identify and overcome current teaching and learning obstacles including addressing the achievement gaps of
underrepresented and underperforming students (Institutional Priorities 1-3).
Priority
Action Plan
Outcomes/Evaluation
Timeline
B.1
Work with Student Equity Plan to provide professional development workshops around
social justice, and culturally responsive pedagogy
Goal: Have two or three workshops per
semester that contain topics of social
justice and culturally responsive
pedagogy.
Report participation, workshop topics and
agendas, participant feedback. Use
feedback to improve topics, delivery of
instruction, and learning strand
components
Ongoing
B.2
Support division and department efforts to drive systemic change, for example use of
multiple modes of assessment, acceleration, integration of academic support services
and student support services, and others
Goal: Provide workshops and inquiry
groups as needed to support efforts.
Report activities related to this goal.
Ongoing
B.3
Collaborate with groups needing professional development support, including, but not
limited to, SafeZone, Safety Committee, CSMCares, Psychological Services, DSPS,
EOPS, VROC Center, Learning Communities, Distance Education Program to provide
professional development
Goal: Provide workshops and inquiry
groups as needed to support efforts.
Report activities related to this goal.
Ongoing
Priority C: Create and implement a shared vision of best practices and innovative, inclusive pedagogy designed to achieve greater student success
(Institutional Priorities 1-3, 5).
Priority
Action Plan
Outcomes/Evaluation
Timeline
C.1
Work with DIAG, BSI, ASGC to share practices and training that focus on “below the
green line” organizational elements of information, identity, and relationships to drive
Goal: Increase awareness of the
importance of relationships to the systems
Ongoing
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institutional change. Practice routines that promote the development of a shared vision
in the organization. Provide strategies for
groups to develop “below the green line”
routines at meetings and interactions
C.2
Promote evidence-based best practices in teaching by increasing awareness of, and
modeling of, good practice in all PD offerings
Goal: Modeling student centered teaching
strategies will encourage use of best
practices. Use existing items on Campus
Climate and Satisfaction Survey to
evaluate. may need additional survey
items.
Ongoing
C.3
Offer small seed grants for faculty and staff who want to develop a project to enhance
student success or assist in institutional advancement
Goal: Two or more projects per year are
funded. Report on projects annually
Start 2016
ongoing
C.4
Develop Center for Academic Excellence (18-206) as a central location for: professional
learning events including use of educational technology, housing a library of resources,
displaying of professional development projects, CAE Committee meetings
Goal: Center for Academic Excellence will
have a lively calendar of events occurring
in the center. It will have an up-to-date
library of books for staff to check out. It
will display faculty and staff professional
development projects.
Ongoing
Priority D: Provide a forum for sharing professional development experiences and projects (Institutional Priorities 4 and 5).
Goal
Action Plan
Outcomes/Evaluation
Timeline
D.1
Promote the dissemination of professional development experiences in workshops and
on the CSM webpages
Goal: Two or more dissemination
workshops per year, two or more blog
style articles on the PD webpages per
year. Report annually
Ongoing
D.2
Develop a more robust CAE webpage with space for stories about change efforts
underway
Goal: two or more blog style articles on
the PD webpages per year. Report
annually
Ongoing
D.3 (&
C.4)
Develop Center for Academic Excellence (18-206) as a central location for: professional
learning events including use of educational technology, housing a library of resources,
displaying of professional development projects, CAE Committee meetings
Goal: Center for Academic Excellence will
have a lively calendar of events occurring
in the center. It will have an up-to-date
library of books for staff to check out. It
will display faculty and staff professional
development projects.
Ongoing
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Priority E: Create an environment that encourages cross-discipline communication (Institutional Priorities 4 and 6).
Priority
Action Plan
Outcomes/Evaluation
Timeline
E.1 (&
C.1)
Work with DIAG, BSI, ASGC to share practices and training that focus on “below the
green line” organizational elements of information, identity, and relationships to drive
institutional change. Practice routines that promote the development of a shared vision
Goal: Increase awareness of the
importance of relationships to the systems
in the organization. Provide strategies for
groups to develop “below the green line”
routines at meetings and interactions
Started
2015,
ongoing
E.2
Support interdisciplinary groups affecting change by providing facilitation services and
organizational support for meetings and workshops, for example, College Assessment
Committee professional development efforts
Goal: Provide facilitation services two or
more times annually. Report annually
Started
2014,
ongoing
E.3 (&
C.4,
D.3)
Develop Center for Academic Excellence (18-206) as a central location for: professional
learning events including use of educational technology, housing a library of resources,
displaying of professional development projects, CAE Committee meetings
Goal: Center for Academic Excellence will
have a lively calendar of events occurring
in the center. It will have an up-to-date
library of books for staff to check out. It will
display faculty and staff professional
development projects.
Ongoing
Other Priorities:
F: Support classified staff and administrators by providing professional development resources specific to their needs.
Goal
Action Plan
Outcomes/Evaluation
Timeline
F.1
Conduct quantitative and qualitative investigation into professional development needs
of classified staff and administrators, and establish plan for meeting needs
Goal: Establish plan for meeting needs of
classified staff and administration
Report early spring 2017
Start fall
2016
F.2
Work with classified senate and administration to develop and implement plan for
classified staff and administration professional development
Goal: Provide two or more workshops
annually for classified staff and/or
administrators. Annually report
participation, workshop topics and
agendas, participant feedback. Use
feedback to improve topics, delivery of
instruction, and learning strand
components
spring 2017,
ongoing
G: Engage in district -wide efforts to create, expand, and improve professional development for staff across the district.
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Goal
Action Plan
Outcomes/Evaluation
Timeline
G.1
Work with departments, divisions, other colleges in the district, and
the district office to provide a coordinated professional development
program.
Goal: Develop a district-wide calendar of professional
development events. Communicate with departments and
divisions to coordinate professional development. Report
annually
Started
2015,
ongoing
H: Engage in local and statewide professional development initiatives.
Goal
Action Plan
Outcomes/Evaluation
Timeline
H.1
Collaborate with state 4C/SD network, Stanford University, RP
Group, Online Education Initiative (OEI), Student Equity Network,
California Community College Success Network (3CSN), and other
local and state organizations to provide professional development
opportunities to CSM staff
Goal: Bring two or more PD events to CSM campus annually.
Send three or more CSM staff annually to statewide training
off-site. Report annually
Ongoing
Budget
ProposedPDBudgetAcademicYear(AY)2016/2017 Initiative
NewFacultyInstitute
AdjunctPDprogram
Allocation
$3,000
$10,000
RequestforProposalInnovations
$9,000
ReadingApprenticeshipInitiative*
$7,000
MINDSET4.0/FYSInitiative*
$10,000
SpeakersandWorkshops*
$25,000
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GESLOAssessmentProject
$10,000
Travel
Facultycoordination(50%releasetimeplussummer
hourly)
$20,000
$90,500
Total
*PotentialFundingSources:
FYSinitiative
StudentEquityPlan
BSI
$184,500
Revised 2/22/16, TM
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